Core Competence in Practice
From Wikireedia
(Difference between revisions)
| Line 2: | Line 2: | ||
*Canon beat Xerox | *Canon beat Xerox | ||
*Komatsu beat Caterpillar | *Komatsu beat Caterpillar | ||
| − | They went beyond business an usual using [[Strategic Intent]] to win in their market. The gap between reosuces and ambition is [[ | + | They went beyond business an usual using [[Strategic Intent]] to win in their market. The gap between reosuces and ambition is [[Strategic Stretch]] they won because they were concerned about leveraging resources than achieving [[Strategic Fit]] in their industry |
Example | Example | ||
| Line 12: | Line 12: | ||
lease sale | lease sale | ||
| − | Core competence can lock you in to your own conception of the world. | + | Core competence can lock you in to your own conception of the world. Marks and Spencer have high core competences but textile market became more fashion conscious |
See [[Resource Based View]],[[Competitive Advantage]], [[Core Competency in Practice]] | See [[Resource Based View]],[[Competitive Advantage]], [[Core Competency in Practice]] | ||
[[Category:Strategy]] | [[Category:Strategy]] | ||
Revision as of 18:09, 4 February 2011
Honda entered the Automobile Market
- Canon beat Xerox
- Komatsu beat Caterpillar
They went beyond business an usual using Strategic Intent to win in their market. The gap between reosuces and ambition is Strategic Stretch they won because they were concerned about leveraging resources than achieving Strategic Fit in their industry
Example Xerox Canon Medium/large co's Small co's Centralized copying distributed copying high volume value for money own network dealers lease sale
Core competence can lock you in to your own conception of the world. Marks and Spencer have high core competences but textile market became more fashion conscious
See Resource Based View,Competitive Advantage, Core Competency in Practice
